Booz & Company Bangkok, 21 August 2009 Profitability and Social Responsibility “Quo Vadis”

Download Booz & Company Bangkok, 21 August 2009 Profitability and Social Responsibility “Quo Vadis”

Post on 16-Dec-2015

212 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • Slide 1
  • Booz & Company Bangkok, 21 August 2009 Profitability and Social Responsibility Quo Vadis
  • Slide 2
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 1 Booz & Company is a leading global management consulting firm Booz & Company is a leading global management consulting firm for nearly a century, we have helped our clients realize the essential advantage needed to survive, thrive, and win Founded in 1914, our Firm is the oldest management consulting firm and the only consultancy that is a top-tier provider of consulting services to the private, public, and non-governmental sectors around the world We bring foresight and knowledge, deep functional expertise, and a practice approach to build capabilities and deliver real impact In 2008, we separated our operations from our U.S., government consulting business, which retains the name Booz Allen Hamilton We continue our work with businesses, governments, and organisations around the world, now under the name Booz & Company With annual sales of $1.3 billion, we have over 3,300 staff members in 57 offices than span more than 30 countries and 6 continents worldwide
  • Slide 3
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 2 We create Essential Advantage through our four key capabilities Client Quotes Booz enabled different functional areas to work with each other, breaking down the normal departmental barriers and parochialism CEO We had done over 20 projects with other consultants, but none of them were successfully implemented. Booz accompanied us from initial concept all the way through successful implementation Program Executive Sponsor The real benefit is that Booz not only helped us develop a process, but we ended up with something we could use. I was impressed by the fact that we learned by doing. The savings potential across all our product lines is staggering. Client Executive Boozs ability to coordinate people in several countries, different sites and functions along with suppliers was one of the major challenges it met. I dont think we could have pulled this off at the level we did without Booz. Client Executive Results that Endure Strategy Establish the case for Change Implementation Make the Change Functional and Cross- Functional Skills Define what to Change Change Management Make the Change stick A unique perspective on the dynamics of businesses and the competitive environment Client-specific solutions to complex issues Ability to execute or directly supervise the success-critical elements of the solution Ability to structure and mange change programs on a global level Deep functional expertise Combined with specific industry knowledge Ensuring results by changing behavioral and organizational characteristics of an organization Creating Essential Advantage
  • Slide 4
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 3 A Point of Departure A corporation's purpose is to maximize returns to its shareholders.
  • Slide 5
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 4 A Point of Departure A corporation's purpose is to maximize returns to its shareholders. Therefore, corporations are only responsible to their shareholders and not to society as a whole. Only people can have social responsibilities. Those who would not force Greenpeace and the Salvation Army to generate a profit should not force businesses to take responsibilities outside their area of expertise.
  • Slide 6
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 5 Some definitions -- but not labels ( others include Business Ethics and Corporate Social Responsibility (1) ) Stakeholder Theory Developed by R. Edward Freeman in 1984 -- Strategic Management -- a Stakeholder Approach Stakeholder theory argues that a corporation is also responsible for other parties involved, including governmental bodies, political groups, trade associations, trade unions, communities, associated corporations, prospective employees, prospective customers, and the public at large Sustainability Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs. It contains within it two key concepts: The concept of 'needs', in particular the essential needs of the world's poor, to which overriding priority should be given; and The idea of limitations imposed by the state of technology and social organization on the environment's ability to meet present and future needs." Triple Bottom Line Coined by John Elkington in 1994, on his article Towards the Sustainable Corporation: Win Win Win Business Strategies for Sustainable Development (California Management Review) The triple bottom line is made up of "social, economic and environmental" aspects -- "people, planet, profit" It suggests that Corporations should be evaluated not only by their Financial Performance, but also by their Environment and Social performances Source: www.corporate-ethics.org//pdf/Strategic_Management_A_Stakeholder_Approach.pdf Source: Our Common Future, Brundtland Commission Report, United Nations (1987) -- World Commission on Environment and Development (WCED) Source: http://cmr.berkeley.edu/search/articleDetail.aspx?article=4900#9601 (1) A built-in, self-regulating corporate mechanism whereby business would monitor and ensure their adherence to law, ethical standards, and international norms (Wikipedia)
  • Slide 7
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 6 Some different views Stakeholder Theory Developed by R. Edward Freeman in 1984 -- Strategic Management -- a Stakeholder Approach Stakeholder theory argues that a corporation is also responsible for other parties involved, including governmental bodies, political groups, trade associations, trade unions, communities, associated corporations, prospective employees, prospective customers, and the public at large Sustainability Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs. It contains within it two key concepts: The concept of 'needs', in particular the essential needs of the world's poor, to which overriding priority should be given; and The idea of limitations imposed by the state of technology and social organization on the environment's ability to meet present and future needs." Triple Bottom Line Coined by John Elkington in 1994, on his article Towards the Sustainable Corporation: Win Win Win Business Strategies for Sustainable Development (California Management Review) The triple bottom line is made up of "social, economic and environmental" aspects -- "people, planet, profit" It suggests that Corporations should be evaluated not only by their Financial Performance, but also by their Environment and Social performances Source: www.corporate-ethics.org//pdf/Strategic_Management_A_Stakeholder_Approach.pdf Source: Our Common Future, Brundtland Commission Report, United Nations (1987) -- World Commission on Environment and Development (WCED) Source: http://cmr.berkeley.edu/search/articleDetail.aspx?article=4900#9601 (1) A built-in, self-regulating corporate mechanism whereby business would monitor and ensure their adherence to law, ethical standards, and international norms (Wikipedia) The idea of sustainable development is an oxymoron because development inevitably depletes and degrades the environment Redclift, M. (2005). "Sustainable Development (19872005): an Oxymoron Comes of Age.
  • Slide 8
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 7 A better starting point?
  • Slide 9
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 8 Some objectives Aims of todays discussion: Improve our understanding of what sustainability means for us Raise questions that will ultimately drive what we might need to do differently It is NOT: A list of actions Workplans Potential Questions that companies need to answer: How do we define sustainability to fit our market, people and beliefs? How important is sustainability? Should we take a leader or follower position in sustainability? Where to from here? 1 2 3 4
  • Slide 10
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 9 How do we define sustainability to fit our market, people and beliefs? being able to adapt to future challenges to continue to do what we do 1 What do we think? What is our definition? integrating economic progress, social development, and environmental concerns with the objective of ensuring a quality of life for future generations that is at least as good as today's. United Nations meeting the needs of the present without compromising the ability of future generations to meet their needs using, developing and protecting resources in a manner that enables people to meet their current needs and also provides that future generations can meet their own needs Or should we say: Oregon State University
  • Slide 11
  • Profitability_Social Responsibility_Booz&Company-vFINAL.pptBooz & Company 21 August 2009 10 Health concerns (e.g. childhood obesity) Responsible marketing Resource efficiency Community investment/engagement Organic Consumer-conscious labelling Green initiatives Corporate mission & values Socially r